Facilitating leadership team communication
The purpose of this study is to understand and describe how to facilitate competent
communication in leadership teamwork. Grounded in the premises of social
constructionism and informed by such theoretical frameworks as coordinated
management of meaning theory (CMM), dialogic organization development (OD),
systemic-constructionist leadership, communication competence, and reflexivity, this
study seeks to produce further insights into understanding leadership team
communication, communication competence, and team facilitation as applied
communication research. This study consists of five articles. The first focuses on the
theoretical framing of the relationality of communication competence in the context of
organization development. The second article presents the first empirical dataset from
thematic interviews with leadership team members and describes the typical
communication challenges leadership teams face. The third article presents the second
dataset on a participatory action research process conducted as a development
program for a top leadership team at a manufacturing company. This article focuses on
explaining and describing the facilitation process which promoted team reflexivity.
The fourth article takes an applied theoretical perspective to show how CMM theory
can be used as a practical method for facilitating leadership team communication. The
fifth article demonstrates the practical value of the study by presenting a Leadership
Team Tool built on the theoretical underpinnings of communication as meaning
making and designed for the context of leadership teamwork. The findings suggest
that leadership teams face various complex communication challenges, and to deal
with these challenges and further build competent communication patterns, it is
important that leadership teams develop reflective practice and reflexivity within their
core processes. Competent communication and reflexivity can be developed through
facilitation grounded in the emerging discourses and communication patterns of the
social system. This insight should be taken into consideration in addition to more
traditional communication-development programs which too often are based on fixed,
individual-based definitions of communication competence.
...
Publisher
University of JyväskyläISBN
978-951-39-6390-3ISSN Search the Publication Forum
1459-4331Contains publications
- Artikkeli I: Hedman, E. & Valkonen, T. 2013. Vuorovaikutusosaamisen relationaalisuus ja työyhteisön kehittäminen. Työelämän tutkimuspäivien konferenssijulkaisuja: 4/2013. University of Tampere, 1-13. Katso
- Artikkeli II: Hedman, E. & Valo, M. 2015. Communication challenges facing management teams. Leadership & Organization Development Journal 36 (8), 1012-1024. Full text
- Artikkeli III: Hedman, E. & Barge, J. K. Facilitating leadership team reflexivity through participatory action research. Manuscript submitted for publication.
- Artikkeli IV:. Hedman, E. & Gesch-Karamanlidis, E. 2015. Facilitating conversations that matter using coordinated management of meaning theory. OD Practitioner 47 (2), 41-46. . Full text
- Artikkeli V: Hedman, E. The Leadership Team Tool for better meaning making: A communication perspective for developing leadership teams. Manuscript submitted for publication.
Keywords
communication competence coordinated management of meaning dialogic organization development interpersonal communication leadership team reflexivity small groups team facilitation workplace communication kompetenssi ryhmäviestintä johtaminen sosiaalinen konstruktivismi organisaatioviestintä fasilitointi
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